Improving Organizational Retention
September 13, 2010
Improving Organization Retention
Employee retention is the solution for improving organizational performance (Dey, 2009). An organization who wants to ensure they keep their employees from leaving their business to work for a rivalry organization is to maximize job satisfaction. To maximize job satisfaction the organization will need to make changes to their training process to ensure that each employee fully understands his or her position in the company. The company should also speak with the employees on how they feel about their job (Spector, 2008). An organization that can create a friendly atmosphere for the employees will have a better chance of keeping them. The ultimate goal here is to retain employees and try to keep them from wanting to leave the organization to work for a company rival. Employee motivation can also help to boost the confidence of the organizations employees.
The justice motivational theory is concerned with the values in a person rather than his or her needs, beliefs, or reinforcements (Spector, 2008). This theory goes on the assumption that most people value fairness in their relations with other employees in the workplace. When an individual is hired by an organization to do a specific job that individual expects, they will do their job to the best of his or her ability and in return he or she expects to be treated fairly by the organization and other employees (Spector, 2008). If an individual is treated fairly he or she will be motivated to treat others with the same fairness and respect.
The two factory theory states that an individual is motivated by the nature of the job and not by rewards or conditions of the job (Spector, 2008). The two-factor theory consists of two categories, the hygiene factor and the motivator factor. Hygiene factors include relevant and pertinent information for the job, such as pay, coworkers, supervision, and company policies these are considered animal needs (Spector, 2008). The hygiene factors are all self explanatory as they describe things and issues that every employee faces when taking on a new position with a new company. These are also considered to derive from the psychological needs of animal nature in human beings. Motivator factors include accomplishment, appreciation, accountability, and the temperament of the work involved.
Occupational Stressors: The Pit Boss
One of the main ways an employer can detect occupational stressors is by taking into account the exit interviews from his or her staff leaving the organization. One way to prevent occupational stressors is to identify the situation that is causing the stress and then take the necessary steps in reducing the stressors in an attempt to reduce the stress. In identifying the stressors at JC’s Casino while evaluating the exit interviews from previous staff members, it seems there is a problem with the casino’s pit boss, Joe. Several employees upon taking their exit interviews made statements about the pit boss possessing a toxic attitude and downright mean and evil. The first thing to do in a situation like this would be to sit down with the individual and talk to him or her about his or her attitude with the other employees. The exit interview is a viable piece of information in which the employer may use to retain current employees. Exit interviews are a key source for information on the health of the organization. Although the stress of dealing with the owners step-son may have contributed to the employees quitting their job may have been a major contributor, there were several other factors as well, such as asking the full-time employees to cover shifts of room cleaning because of absenteeism.
Improving Job Satisfaction
Job satisfaction is the attitude of people’s feelings toward their job, this means whether or not an employee likes or dislikes his or her...
References: Dey, S. (2009). Employee Retention -- A Key To Organizational Growth. Globsyn Management Journal, 3(1), 45-49. Retrieved from Business Source Complete database.
Spector, P. E. (2008). Industrial and organizational psychology: Research and practice (5th ed.). Hoboken, NJ: Wiley.
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